survival strategies for managers
Post on 14-Sep-2014
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DESCRIPTION
Lessons from Sparring Strategies of Successful Fighters - Applied to ManagementTRANSCRIPT
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SURVIVAL STRATEGIES FOR MANAGERS
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Michael Porter
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THIS IS STRATEGY
Though we’ll cover that too, on other days in other places
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THIS IS ABOUT DAILY WEAR AND TEAR
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Any idiot
can face a crisis
it is this day-to-day
living
that wears
you out
Anto
n C
hekh
ov
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LESSONS FROM
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SPARRING
S TRATEGY
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BE
R A B E
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A fighter with one style
is easy to figure out
and vanquish
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manager
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WHAT IS STYLE?
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THEY GOT STYLE
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SHE GOT STYLE
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WE GOT STYLE
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TEAM WORKER LEA
DER
SHIP
STY
LES
BA
SED
ON
BEL
BIN
TEA
M R
OLE
S
ACTION-ORIENTED
CEREBRAL
SOCIAL
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TEAM WORKER
DISPLAY MORE THAN ONE STYLE
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LEADER AS ..
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Assurance of
mutual destruction
paradoxically
produces peace
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BE NICE
TOUGH
FORGIVING
CLEAR
A good leader is someone who prefers to cooperate but is also a skilled competitor.
Knows the benefits of cooperation in forming alliances; Is appreciative and a positive thinker, confident and flexible.
Knows when to compete and isn’t left behind; Is capable of out-doing others through competitive action; Is both confident and courageous.
Knows that the best outcome for all is cooperation; Is clear about this and as a consequence so are others.
Knows when it is necessary to smooth over awkward or rough patches to get back to business; Is confident, compassionate, and fair.
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FORGIVING
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CLEAR
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Your fancy mid-air techniques and flying kicks don’t impress me. I am coming at you with my one knock-out punch until I get you.
You are going down, punk!
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Use one technique and use it well.
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WHAT ONE TECHNIQUE?
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Francis Cardinal Spellman
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Otherwise he was always with people in a meeting
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EFFECTIVE MEETINGS
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A meeting to prepare a
statement, an announcement,
or a press
release
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A meeting to make an announcement—
for example, an
organizational
change
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A meeting in
which one
member
reports
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A meeting
in which
several
or all members
report
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A meeting
to inform the convening
executive
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A meeting whose only function is to
allow the participants
to be in the executive’s
presence
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The key to running an effective meeting is to decide in advance what kind of meeting it will be. Different kinds of meetings require different forms of preparation and different results:
A meeting to prepare a statement, an announcement, or a press release. For this to be
productive, one member has to prepare a draft beforehand. At the meeting’s end, a pre-appointed member has to take responsibility for disseminating the final text.
A meeting to make an announcement—for example, an organizational change. This
meeting should be confined to the announcement and a discussion about it.
A meeting in which one member reports. Nothing but the report should he discussed.
A meeting in which several or all members report. Either there should be no discussion at all or
the discussion should be limited to questions for clarification. Alternatively, for each report there could be a short discussion in which all participants may ask questions. If this is the format, the reports should be distributed to all participants well before the meeting. At this kind of meeting, each report should be limited to a preset time—for example, 15 minutes.
A meeting to inform the convening executive. The executive should listen and ask questions. He
or she should sum up but not make a presentation.
A meeting whose only function is to allow the participants to be in the executive’s presence. Cardinal Spellman’s breakfast and dinner meetings were of that kind. There is no way to make
these meetings productive. They are the penalties of rank. Senior executives are effective to the extent to which they can prevent such meetings from encroaching on their workdays. Spellman, for instance, was effective in large part because he confined such meetings to breakfast and dinner and kept the rest of his working day free of them.
PETER DRUCKER What Makes an Effective Executive
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THINK STRATEGY
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PROBLEM OF CHOICES
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CHOICE OF PROBLEMS